Advice: Coming in as director, what to do

[Anonymous]

I am starting a new job soon, my first as a manager/director level position. I'll have a couple people reporting to me and will need to change the direction of the current work being done by those individuals. I hear they are nervous and maybe a little upset that I am coming in (I guess they wanted promotions). Anyone have advice on how to best make first impressions? I want to be nice and kind, but also make it clear that I am there to implement my vision and not get walked on. Thanks!

[Anonymous]

Get-to-know-you-lunches (on your dime). Spend about 3-6 months listening first.

Then, when you've got a better idea of how things work and get ready to make changes, articulate the goals and objectives clearly, identify milestones, and communicate expectations clearly.

Then, reward progress.

[Anonymous]

Never been a director but as an employee I would want you to have a clear understanding of what I do, why and how I do it. I would also want you to seek my opinion on what has been going on and what you seek to do. I would sit down with each person individually to do this. Let them know you value their opinion, even if you don't agree. Nothing worse than a new boss breezing in without asking for the opinions of the people who do the actual work.

[Anonymous]

6 months is too long.

Create yourself a 90 day plan and stick to it.

There are a lot of good books/ resources to help you create a plan.

[Anonymous]

Anonymous wrote:6 months is too long.

Create yourself a 90 day plan and stick to it.

There are a lot of good books/ resources to help you create a plan.

+1. 6 months will make people wonder why they hired you in the first place. You've been brought in to get something done.

[Anonymous]

Anonymous wrote:

Anonymous wrote:6 months is too long.

Create yourself a 90 day plan and stick to it.

There are a lot of good books/ resources to help you create a plan.

+1. 6 months will make people wonder why they hired you in the first place. You've been brought in to get something done.

Well, I said 3-to-6, but I suppose you're right. Definitely spend the first month listening. Spend the second month planning. Spend the third month rolling out/launching.

[Anonymous]

My new boss called something I was doing "stupid" on her 2nd day. I'm considered a top performer. It hurt her credibility and position with everyone on the team. Pace yourself, Listen, learn and most importantly trust your staff.

You have 30 days to say "I don't know how to do ..." - after that you have to start figuring it out, but don't come in guns blazing.

Best advice I ever got as a manager was to learn that people will do things differently than you want but to learn to let that go.

[Anonymous]

Anonymous wrote:Never been a director but as an employee I would want you to have a clear understanding of what I do, why and how I do it. I would also want you to seek my opinion on what has been going on and what you seek to do. I would sit down with each person individually to do this. Let them know you value their opinion, even if you don't agree. Nothing worse than a new boss breezing in without asking for the opinions of the people who do the actual work.

Employees like you sound like the reason Op was hired. Too entrenched in the was things have already been done, no ability to change. It's fine for a new bad o figure ou that employees do but she should be looking for suggesting improvements along the way.

[Anonymous]

We had a manager come in over us and since he wasn't sure what to do, he did our work. That was what he was comfortable with (analysis). It was annoying as hell until we started delegating to him

[Anonymous]

OP here, thank you! These are great. I especially like the 3 month plan piece of listening, planning, doing. Do you think it's helpful to communicate that approach up front, or just let it unfold naturally?

[Anonymous]

Agree 100% with the listening first. Anyone who does more talking than listening when they first start (doesn't matter what position) is bound to rub people the wrong way.

I say let it unfold naturally.

[Anonymous]

There's not enough to be said for establishing trust. It's the difference between having your people stand behind you to support you or standing back there with knives. Trust starts with communication and communication starts with listening. Do the one-on-ones and find out what each staffer thinks they bring to the table and what they feel is most challenging for them. Once you know what's most important to them, you'll know what you need to do to sell your vision and get them to see what their part in it will be--because it's worth nothing if they don't buy into it.

[Anonymous]

Anonymous wrote:

Anonymous wrote:Never been a director but as an employee I would want you to have a clear understanding of what I do, why and how I do it. I would also want you to seek my opinion on what has been going on and what you seek to do. I would sit down with each person individually to do this. Let them know you value their opinion, even if you don't agree. Nothing worse than a new boss breezing in without asking for the opinions of the people who do the actual work.

Employees like you sound like the reason Op was hired. Too entrenched in the was things have already been done, no ability to change. It's fine for a new bad o figure ou that employees do but she should be looking for suggesting improvements along the way.

I disagree. I've been in my organization over 10 years and I can't tell you how many times I have seen people come in without asking any questions and making the same mistakes over and over. It is the same pattern - they come in, implement something new, get an award, then the whole thing blows up and they leave. Those of us who stay get to clean up the mess - again. Yes, there is always room for improvement and fresh ideas can be helpful, but it is critical to understand WHY things are done the way they are done so that you can anticipate issues that may come up and develop solutions BEFORE implementing change.

[Anonymous]

I'm likely to be in a similar situation. I'll be coming into a position with several very highly rated technical folks and trying to keep the group focused and on track. I intend to spend a week or so observing what each are doing (around the meetings and getting used to procedures, etc). Then I'll have sit down meetings or lunches with each person and figure out what they do and how it works into the whole picture. My job will be to ensure that each staff member can do what (s)he needs to do, how to keep it cohesive as a whole, and how to keep the flow of information and work going back and forth between the customer and the staff. Each management position is different, so you'll have to tailor your particular skills and tasks to working with your management to working with your staff.

[Anonymous]

I have a new boss who is making all the classic mistakes. It's his first time heading up an association. He's been #2 in other places, but this is first time as the executive director.

Our non-profit is in rough shape, financially, and our last ED was horrible. This new guy has come in and 1) makes judgemental comments about how "stupid" things are, 2) fired some of our long-term vendors and brought in "his people" without learning anything about them, 3) provides no direction to us, doesn't share vision, keeps to himself and doesn't communicate.

We aren't incompetent and most staff are highly-qualified and want to do a good job. Yes, we need to make some changes and most of us are on-board and want to make them. But treating us as he has? No trust. Morale is lower than I thought was possible. And lots are looking to jump ship. And it's the good staff who will jump first.